By Lyle Whitney
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This probably took about three days over the course of a month. All told, we probably devoted about 4 percent of staff time over the course of a year in developing our core values. 2. Be Inclusive: Try to include as many staff members as possible in the process. How inclusive a company can be depends in part on the overall size of a company, as well as the geographical dispersion of staff members. That said, the shaping of values should be a bottom-up process involving as many individuals at the company as possible.
But that was only the beginning of a followup communication plan that involved getting everyone not just conversant with but knowledgeable about the values we chose for ourselves. What did those values mean for the various development projects we were vetting? How about our selection of outside partners? How would we articulate those values to the outside world? The process of shaping values sets in motion a whole series of questions involving how we use those values and how we communicate them to others.
It’s a continual work in progress. The concept of belonging we try to foster extends beyond our company into the community at large. Over half of our staff sits on nonproﬁt board or is otherwise involved in civic organizations. It’s not mandated, but it’s encouraged. We match staff members’ charitable contributions and allow for a week’s paid leave to anyone wishing to volunteer services to a civic organization. Wherever feasible, we provide pro-bono consulting on projects where our knowledge of sustainable practices can come in handy.